executive board annual session

Focal points:

Ms B. Ka

Deputy Director

Budget and Programming Division

tel.: 066513-3415

Ms P. Arayaprayoon

Chief

Strategic Financing Branch

tel.: 066513-3831

World Food Programme, Via Cesare Giulio Viola, 68/70, 00148 Rome, Italy

Executive Board

Annual session

Rome, 29 June–3 July 2020

Distribution: General

Date: 18 May 2020

Original: English

Agenda item 6

WFP/EB.A/2020/6-I/1

Resource, financial and budgetary matters

For consideration

Executive Board documents are available on WFP’s website (https://executiveboard.wfp.org).

Report on the utilization of WFP’s advance financing mechanisms

(1 January–31 December 2019)

Draft decision*

The Board takes note of the report on the utilization of WFP’s advance financing mechanisms

(1 January–31 December 2019) (WFP/EB.A/2020/6-I/1).

Introduction

1. WFP is funded entirely by voluntary contributions, which are used to provide timely

assistance to the people it serves. The timing of funding is critical allowing WFP to provide

assistance as rapidly as possible to vulnerable people in need, many of whom are women

and children. Sometimes, however, contributions for specific activities are not yet in place

at the time these activities must be undertaken. In such cases, WFP’s advance financing

mechanisms enable country offices to act immediately by receiving corporate funding,

subject to repayment when the contributions are received.

2. This report describes the use of WFP’s advance financing mechanisms in 2019, including the

release of funds to programmes through internal project lending (including macro advance

financing), allocations from WFP’s Immediate Response Account, procurement and

pre-positioning of food prior to requests from programmes, and advance financing for

corporate services.

* This is a draft decision. For the final decision adopted by the Board, please refer to the decisions and recommendations

document issued at the end of the session.

https://executiveboard.wfp.org/

WFP/EB.A/2020/6-I/1 2

Advance financing through the release of funds to programmes

3. Throughout 2019, WFP continued to use three mechanisms to provide programmes with

advance financing

i) Internal project lending (IPL).1 This mechanism provides advance financing for a

programme before a contribution to that programme has been confirmed, with the

forecast contribution serving as collateral for the advance. The ceiling for this facility

is USD 570 million, and the safety net in case of default on forecast contributions is

the operational reserve of USD 95.2 million, which is leveraged at a ratio of 6:1.

ii) Macro advance financing (MAF). Piloted in 2016, this mechanism is a subset of IPL and

is managed within the IPL ceiling of USD 570 million. However, for MAF, the amount

of advance financing received by WFP operations is based on an overall funding

forecast rather than a specific forecast contribution serving as collateral.

iii) The Immediate Response Account (IRA). The IRA enables WFP to provide immediate

assistance in life-threatening situations in the absence of forecast contributions. As

established by the Executive Board, this financial reserve has a target level of

USD 200 million2 in each financial period. Funds are drawn directly from the IRA

reserve, which can increase through donor contributions to the reserve or through

repayment of the IRA allocations made to programmes (when a contribution

permitting repayment is confirmed for the receiving programme).

4. Figure 1 illustrates the process used for deciding whether to deploy IPL or the IRA.

Figure 1: Decision-making process for deploying internal project lending or the

Immediate Response Account

Use of internal project lending in 2019

5. The IPL is used to provide advance financing for a programme when contributions are

forecast and there are no constraints on their use as collateral for an advance. This form of

advance financing has been in place since 2004; table 1 shows the number and amount of

advances made since then. In 2019, the total amount advanced was USD 1.62 billion

1 Internal project lending is the sole component of WFP’s Working Capital Financing Facility.

2 WFP/EB.2/2014/5-A/1, paragraphs 9–11.

WFP/EB.A/2020/6-I/1 3

(see annex I), a 29 percent increase from 2018, resulting mainly from increased

cross-functional collaboration and engagement with donors, leading to reduced earmarking

of contributions for country strategic plans (CSPs). IPL advances were made for 50 CSPs via

their country portfolio budgets, providing country offices with access to funds an average of

46 days before contributions were confirmed.

TABLE 1: INTERNAL PROJECT LENDING ADVANCES, 2004–2019

Year No. of advances Amount advanced

(USD million)

Average advanced

amount (USD million)

2004 5 27.1 5.4

2005 10 154.5 15.5

2006 4 36.8 9.2

2007 21 157.3 7.5

2008 58 324.6 5.6

2009 35 227.1 6.5

2010 62 427.3 6.9

2011 64 439.1 6.9

2012 120 636.1 5.3

2013 132 675.2 5.1

2014 161 1 092.8 6.8

2015 157 777.5 5.0

2016 179 1 072.4 6.0

2017 176 1 277.7 7.3

2018 148 1 248.5 8.4

2019 268 1 616.4 6.0

Total 1 600 10 190.4 6.4

6. The largest advances in 2019 were made to WFP operations in Yemen (USD 330.6 million),

the Syrian Arab Republic (USD 254.9 million), South Sudan (USD 135.0 million), Ethiopia

(USD 108.4 million), Lebanon (USD 87.2 million) and Uganda (USD 79.1 million).

These six operations alone accounted for 61.6 percent of the total value of IPL advances

made in 2019.

WFP/EB.A/2020/6-I/1 4

Yemen

Yemen continues to be the worst humanitarian and food security crisis in the world; the effects

of the prolonged war, which include economic and fiscal crises and near collapse of the state

in many areas, affect virtually every household in the country. In the last quarter of 2019, an

estimated 24.1 million people (71 percent of the population) required some form of

humanitarian assistance; an estimated 9.65 million of these people would be in Integrated

Food Security Phase Classification (IPC) 4 if support were not being provided. An estimated

7.4 million people also required nutrition assistance in 2019.

IPL was crucial in helping to meet significant humanitarian needs in Yemen, providing

12 advances (averaging USD 27.5 million each) between February and October 2019. This

allowed WFP to assist beneficiaries in time and reduced pipeline breaks.

The combined effects of IPL advances and the use of the Global Commodity Management

Facility (GCMF) allowed the Yemen country office to distribute nearly 650,000 mt of food to

beneficiaries in an average of only 24 days. Timely distributions were also facilitated by

in-country pre-positioning of food and increased local procurement of wheat flour.

South Sudan

The situation in South Sudan remains tenuous, with a fragile peace process ongoing and the

risk that conflict will erupt again. The humanitarian crisis continues, with record food insecurity

and the likelihood of further deterioration. An IPC report for 2019 indicated that nearly

6 million people (more than half of the population) were in severe need of food assistance, and

there were 1.5 million internally displaced persons, 2.2 million refugees and nearly

200,000 people seeking shelter through the United Nations.

At the end of every year, WFP’s South Sudan country office undertakes a pre-positioning

exercise to secure in-country availability of food commodities during the rainy season. The

2018 exercise resulted in the pre-positioning of food for 2019 using forward purchasing

through the GCMF and advances from other sources (mainly MAF and IPL) and facilitating

access to WFP stocks at the right time.

Between April and December 2019 the country office received 15 IPL advances, averaging

USD 9.0 million each and totalling USD 135.0 million, (USD 88.8 million of which were advanced

using contributions from the United States of America as collateral). The effects of supply chain

planning combined with use of the GCMF, IPL and MAF allowed the delivery of 173,000 mt of

mixed commodities to beneficiaries in an average of 54 days, avoiding tens of millions of

dollars in air transport costs.

Use of macro advance financing in 2019

7. MAF is a subset of IPL, with the amount of advance financing based on a forecast of total

funding rather than a specific contribution. The forecast is in turn based on a detailed

assessment of the likely funding intentions of donors and a review of recent resourcing

trends for the requesting programme. MAF has the objective of increasing the predictability

of resources, thereby facilitating more efficient and effective delivery of assistance. Of the

USD 570 million available for IPL, the maximum that can be utilized for MAF on an annual

basis is USD 200 million.3

3 WFP/EB.2/2015/5-C/1.

WFP/EB.A/2020/6-I/1 5

8. Table 2 shows the country offices that benefited from MAF in 2019 and the status of

repayments in April 2020.

TABLE 2: NEEDS-BASED AND IMPLEMENTATION PLAN vs. MAF, 2019 (USD million)

Recipient

country

Needs-based

plan

Implementation

plan

MAF received MAF repaid

South Sudan 895.5 787.5 188.1 188.1

Yemen 2 157.1 1 985.2 8.6 8.6

Tajikistan 17.2 12.7 1.0 -

Total 3 069.8 2 785.4 197.7 196.7

9. In South Sudan MAF is a key enabler of the annual pre-positioning exercise, in which the

country office uses advances to purchase food from the GCMF and pre-position it in the

country before the rainy season, generating considerable savings in lead times and costs.

MAF for South Sudan is generally allocated in tranches: of the USD 188.1 million shown

table 2, USD 118.0 million is related to the 2019 pre-positioning exercise and

USD 70.1 million to the 2020 exercise. Funding from the United States was used as collateral

for all MAF allocations to South Sudan in 2019.

10. With the benefits of MAF now widely recognized, efforts are being made to reduce the

earmarking of contributions, which are sometimes received for specific activities, making it

difficult to repay MAF advances allocated to other activities. To foster operational flexibility

and related efficiency gains, WFP is engaging with donors to identify solutions that would

maximize the flexibility of funding – such as the possibility of using forecast contributions as

collateral for advance financing – while adhering to donors’ administrative and legal

constraints. These discussions led to a reduction in earmarking in 2019 and a consequent

increase in the amount of advance financing allocated to WFP operations. Discussions will

continue throughout 2020 with the aim of identifying additional ways of increasing the

flexibility of contributions.

Use of the Immediate Response Account in 2019

11. The IRA was established in December 1991 to cover immediate pipeline breaks in the

delivery of life-saving food assistance. An IRA allocation requires no specific forecast

contribution as collateral, but is repaid through confirmed eligible contributions to the

operation that receives the allocation. If an operation is unable to repay an IRA allocation

that has already been spent (because no contribution eligible for use as repayment has been

received), the allocation may be converted into a grant, subject to agreement by the

Strategic Resource Allocation Committee.

12. The IRA received USD 45.8 million in income during 2019 (see annex III). Total funds revolved

during the year amounted to USD 150.0 million, as illustrated in table 3 below.

TABLE 3: IMMEDIATE RESPONSE ACCOUNT MOVEMENTS, 2011–2019 (USD million)

Year 2011 2012 2013 2014 2015 2016 2017 2018 2019

New contributions 38.1 56.2 52.1 53.1 107.3 47.6 61.9 96.7 45.8

Allocations 161.9 126.1 165.3 182.0 164.2 215.2 154.2 144.2 161.0

Revolved funds 104.4 82.4 88.6 132.6 95.3 125.2 114.5 68.3 150.0

WFP/EB.A/2020/6-I/1 6

13. IRA allocations made during 2019 totalled USD 161.0 million (see annex II); these funds were

used for 67 crisis response activities funded through country portfolio budgets. Under

authorities delegated to country directors, regional directors and the Director of

Emergencies, USD 25.0 million was allocated to support immediate response activities, such

as the responses to Cyclone Kenneth in Southern Africa and Hurricane Dorian in the

Bahamas; and USD 5.6 million was allocated to emergency preparedness activities,

enhancing WFP’s capacity to respond to unfolding humanitarian crises, especially in

West Africa and the Caribbean.

14. In 2019, the largest IRA allocations were made to operations in Mozambique

(USD 40.5 million), Yemen (USD 25.4 million), South Sudan (USD 20.0 million) and Zimbabwe

(USD 14.5 million). Other large allocations were made to operations in Burkina Faso

(USD 11.4 million), Myanmar (USD 7.0 million), the Central African Republic (USD 6.1 million)

and the Democratic Republic of the Congo (USD 5.0 million).

Mozambique

In March 2019, tropical Cyclone Idai made landfall in Mozambique, affecting an estimated

2.6 million people in the country and in neighbouring Zimbabwe and Malawi. The cyclone

caused widespread destruction and hit the region ahead of the harvest season, resulting in

increased food insecurity. In Mozambique, an estimated 1.8 million people were in need of

urgent food assistance after the disaster.

WFP’s Mozambique country office needed immediate funding injections after Cyclone Idai hit,

and an IRA allocation of USD 31.8 million was approved to enable the scale-up of operations,

especially for the first three months of assistance. The response plan that was put in place

featured advance financing (including IPL when possible), replenishment of GCMF

inventories, local procurement (when feasible) and diversion of corporate stocks intended for

other regions (without hampering their food pipelines). IRA allocations to Mozambique

totalled USD 40.5 million in 2019; combined benefits of advance financing and GCMF enabled

WFP Mozambique to reach beneficiaries in an average of 46 days.

Burkina Faso

The security situation in Burkina Faso deteriorated in 2019, with the northern and eastern

parts of the country being the most affected by attacks and threats from non-state armed

groups. At the end of 2019, it was estimated that the number of people displaced by conflict

in Burkina Faso and neighbouring Mali and the Niger had increased fivefold, with more than

440,000 of the 20 million people living in affected areas being displaced. Thirteen million

people were expected to be food-insecure over the lean season.

Between the beginning of 2019 and mid-August, Burkina Faso received a total of

USD 9.0 million in IRA advances to prevent immediate pipeline breaks in the supply of

life-saving assistance. From September onwards, when a Level 3 emergency was declared in

central Sahel, operations in Burkina Faso received additional IRA allocations, bringing the

total to USD 11.4 million.

Synergies between advance financing and the GCMF led to a 50 percent reduction in food

delivery lead times in 2019.

15. At the end of 2019 the IRA balance was USD 81.5 million, compared with USD 59.0 million at

the end of 2018. Outstanding advances not yet repaid totalled USD 113.4 million, while

USD 4.9 million (from advances made in 2018 and 2019) was converted to grants.

WFP/EB.A/2020/6-I/1 7

Advance financing for corporate services

16. The Capital Budgeting Facility provides upfront financing for capital projects that can

demonstrate quantifiable economic benefits and efficiency gains. In 2019, an advance of

USD 2.0 million was made from the facility for activities under the Libya interim CSP; this

enabled the opening of a United Nations hub in Benghazi, in response to briefings from the

United Nations Security Council and a request to the Special Representative of the

Secretary-General. The hub provides support and common services for humanitarian

partners in Libya on a cost-recovery basis, and the IRA advance has been repaid in

accordance with the procedures agreed with participating United Nations agencies.

Advance financing for food purchases prior to requests from projects

17. The GCMF is a strategic financing mechanism through which WFP purchases food

commodities in advance of the confirmation of contributions, with the objective of reducing

lead times for food deliveries (especially in emergencies), purchasing food when market

conditions are most favourable, enabling economies of scale and facilitating local and

regional procurement where and when possible.

18. In operating the GCMF, WFP maintains food inventories for certain supply lines in East, West

and Southern Africa and the Middle East, plus a global inventory of nutritious food serving

all WFP country offices. These inventories are replenished from corporate funding on the

basis of aggregated demand, projected resources and shortfalls for countries with common

logistics corridors. Through the GCMF, food is released for specific operations upon receipt

of confirmed contributions, advances from IPL or MAF and allocations from the IRA.

19. The GCMF is administered through a special account. Since the inception of the facility in

2008, the approved ceiling has been increased from USD 60 million to USD 560 million, in

response to growing demand from WFP country offices for the ability to deliver food to

beneficiaries with reduced lead times.

Highlights of the Global Commodity Management Facility in 2019

22. During 2019, the GCMF continued to play an essential role in enabling WFP to reach

beneficiaries more effectively and efficiently, by providing a steady supply of food with

shorter lead times and greater value for money.

23. In 2019, 1.9 million mt of food (for a total food value of USD 830.9 million, see annex IV) was

delivered to 45 countries through the GCMF; this represents about 40 percent of the total

volume of food handled by WFP in the year.

24. Country offices purchasing from the GCMF received their food in an average of 32 days,4

representing a 73 percent reduction from the average 120 days needed for the conventional

procurement process. Thanks to the consolidated business process and increased

cross-functional collaboration, the average lead time for food deliveries via the GCMF has

fallen over the last few years, as illustrated in chart 1 below.

4 Weighted average based on tonnage purchased by country offices.

WFP/EB.A/2020/6-I/1 8

25. In 2019, WFP had to respond to an unprecedented number of concurrent emergencies, in

which the reduced lead times enabled by the GCMF were particularly valuable. A total of

1.1 million mt of food was delivered to countries facing Level 3 or Level 2 emergencies in an

average of about one month; seven of the eight countries affected by Level 3 emergencies

regularly sourced their food from the GCMF, and ad hoc support was provided to the

Syrian Arab Republic, which is not normally served by the facility. Remarkable results were

achieved in Cameroon, Mali and Yemen thanks to increased flexibility and responsiveness,

while the annual pre-positioning exercise in South Sudan enabled a 55 percent reduction in

lead times and considerable savings on air transport costs. The scale up of GCMF inventories

in Southern Africa enabled a quick response to Cyclone Idai and allowed WFP to reach

beneficiaries in Mozambique and Zimbabwe in an average of about 40 days.

55 5245

3632

120

0

20

40

60

80

100

120

2015 2016 2017 2018 2019 Conventional

cash purchases

da

ys

Chart 1

GCMF average lead-time, 2015-2019

24

5463

47 46 46 44

18

57

41

26

36

0

10

20

30

40

50

60

70

Yem

en

Sou

th S

ud

an

Bu

rkin

a Fa

so

Nig

eria

Mo

zam

biq

ue

Nig

er

DR

Co

ngo

Mal

i

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ub

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Zim

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we

Cam

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ican

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Chart 2

2019 average GCMF lead-time in emergencies

WFP/EB.A/2020/6-I/1 9

26. In the light of the demonstrated efficiency gains enabled by the facility in emergency

settings, the portion of GCMF funds set aside for unfolding emergencies was reviewed in

mid-2019, with the aim of assessing whether it would allow the adequate scale-up of food

supply lines in response to unforeseen humanitarian crises. The analysis demonstrated that

the USD 40 million capital allocated at the time was not enough for implementation of a

large-scale emergency response. At its 2019 annual session, the Executive Board approved

a proposal for increasing GCMF funds for unfolding emergencies to USD 100 million,

bringing the overall ceiling for the GCMF to USD 560 million.5

27. The GCMF plays a particularly valuable role in the delivery of specialized nutritious foods.

Nutrition activities address immediate needs of beneficiaries, so every day saved in

providing food makes a difference. A share of the USD 560 million GCMF ceiling is allocated

to maintaining a global inventory of nutritious food, which ensures that all WFP country

offices (including those currently not served directly by the facility) can benefit from reduced

lead times. In 2019, the GCMF provided 88 percent of the total volume of specialized

nutritious foods procured by country offices with cash contributions. Thirty-nine country

offices purchased fortified blended food and lipid-based nutrient supplements from GCMF

stocks, receiving their food after an average of 51 days; this represents a 58 percent

reduction compared with the conventional procurement process. Remarkable results were

achieved in Yemen, West Africa and Zimbabwe, where nutritious foods were delivered in

less than 40 days.

CSB+: Super Cereal (Corn Soya Blend Plus)

CSB++: Super Cereal Plus (Corn Soya Blend Plus Plus)

WSB+: Super Cereal (Wheat Soya Blend Plus)

LNS: Lipid-based Nutrient Supplements

LNS: MQ: Lipid-based Nutrient Supplements (Medium Quantity)

LNS: LQ: Lipid-based Nutrient Supplements (Large Quantity)

5 WFP/EB.A/2019/6-H/1.

66

5243 42 37

120

0

20

40

60

80

100

120

CSB+ CSB++ WSB+ LNS: LQ LNS: MQ Conventional

cash purchases

da

ys

Chart 3

2019 average SNF lead-time, GCMF vs. conventional

WFP/EB.A/2020/6-I/1 10

28. The GCMF is providing increasing support for local and regional procurement: in 2019,

930,000 mt of food (worth USD 385.5 million in food value only) was sourced from local and

regional markets, representing 46 percent of the total food value of GCMF purchases in the

year (see annex III). In tonnage terms, the main countries of origin for cereals and pulses

were the Sudan, South Africa and Yemen, while the volume of mixed and blended food

sourced from local and regional markets increased significantly compared with 2018, as use

of the GCMF is facilitating increased procurement of specialized nutritious foods from local

markets in Africa (especially in Kenya, Malawi and Rwanda). This allowed an expansion of

the limited range of sources available for this type of food, and proximity to destination

countries reduced lead times further.

29. A portion of the volume sourced locally and regionally was purchased from smallholder

farmers. Within the overall USD 560 million ceiling, USD 20 million is specifically allocated to

procurement from smallholders, contributing to achievement of the objective of sourcing

10 percent of WFP’s cash-funded requirements from such farmers.

30. In addition to reducing the lead times for distributing commodities for WFP operations, the

GCMF also facilitated support for national governments through WFP’s service provision

activities. In 2019, the Ethiopia country office purchased 180,000 mt of wheat from GCMF

stocks, covering a portion of the reported grain deficit of 1.2 million mt in the country; in

Burkina Faso, 28,000 mt of cereals was purchased through the facility, enabling the

Government to replenish the national strategic stock reserve using funds received from the

World Bank. The GCMF also enabled service provision activities in Burundi, Mozambique

and South Sudan.

Risk management

31. In a 2014 paper on the restructuring of its Working Capital Financing Facility,6 WFP

recognized that only a small percentage of food stocks purchased through the GCMF were

lost as a result of operational risks, and that no GCMF food losses had resulted from forecast

demand being higher than actual funding received by operations. The paper also described

WFP’s use of self-insurance to cover food losses resulting from damaged goods, loss and

theft up to the point of entry into a country. WFP’s self-insurance scheme has since been

expanded to cover most in-country losses.

32. In 2019 losses of GCMF-purchased food totalled USD 2.7 million out of USD 957.6 million of

corporate GCMF purchases overall (both values include the costs of food and transport to

destination countries). This figure represents 0.3 percent of the total value of the food

purchased through the facility. It is notable that all losses were recovered through the

self-insurance scheme.

33. With a view to creating additional safety nets, the Executive Board approved the transfer of

USD 6 million from the operational reserve to the GCMF reserve; this amount is considered

sufficient as a safety net for the current GCMF ceiling of USD 560 million.

6 “Financial Framework Review: Restructuring of the Working Capital Financing Facility” (WFP/EB.A/2014/6-D/1).

WFP/EB.A/2020/6-I/1 11

ANNEX I

2019 internal project lending advances

Country Activity category Collateral donor 2019 IPL

advances

(USD million)

Afghanistan asset creation and livelihoods

support

United States 1.3

common services and platforms Germany 0.5 malnutrition prevention United States 2.3 unconditional resource transfers to

support access to food

Germany 1.5

United States 7.6

Algeria unconditional resource transfers to


Germany 0.7

Armenia institutional capacity strengthening Russian Federation 0.8 school meals Russian Federation 1.5

Bahamas unconditional resource transfers to


United States 0.2

Bangladesh common services and platforms United States 3.4 unconditional resource transfers to


Bangladesh 3.6

United States 23.9

Burkina Faso asset creation and livelihoods

support

Germany 2.2

institutional capacity strengthening Germany 0.6 nutrition treatment European

Commission

0.4

Germany 0.4

school meals Germany 0.6 unconditional resource transfers to


European

Commission

0.7

Germany 1.5 Luxembourg 0.4

Burundi malnutrition prevention Germany 3.6 United States 2.0

school meals Netherlands 2.3 unconditional resource transfers to


Germany 1.1

United States 2.0

Cameroon asset creation and livelihoods

support

United States 0.5

malnutrition prevention United States 0.2 unconditional resource transfers to


Germany 2.1

United States 6.9

Central African

Republic

asset creation and livelihoods

support

Germany 3.6

common services and platforms Sweden 1.0 institutional capacity strengthening Germany 0.1 school meals Germany 1.5 unconditional resource transfers to


Germany 2.4

WFP/EB.A/2020/6-I/1 12


advances

(USD million)

Chad climate adaptation and risk

management

Germany 4.3

malnutrition prevention Germany 1.7 school meals Germany 1.1 unconditional resource transfers to


European

Commission

1.0

Germany 3.7 United Kingdom 1.7

Colombia climate adaptation and risk

management

Germany 0.5

United States 0.3

institutional capacity strengthening Germany 0.1 unconditional resource transfers to


Canada 0.4

United States 29.5

Cuba unconditional resource transfers to


United Nations 0.1

United Arab Emirates 0.2

Democratic

Republic of the

Congo

analysis, assessment and monitoring United States 0.7

institutional capacity strengthening United States 2.0 unconditional resource transfers to


European

Commission

2.1

Germany 7.0 United Kingdom 3.5 United States 30.2

Djibouti institutional capacity strengthening United States 0.1 unconditional resource transfers to


United States 0.3

Dominican

Republic

institutional capacity strengthening Dominican Republic 0.5

Ecuador unconditional resource transfers to


United States 2.8

Egypt unconditional resource transfers to


Germany 2.7

United States 10.3

Eswatini unconditional resource transfers to


Germany 0.4

Ethiopia institutional capacity strengthening United States 3.0 nutrition treatment Austria 1.2

European

Commission

1.7

United Kingdom 7.1 United States 19.7

unconditional resource transfers to


European

Commission

2.1

Germany 4.1 United States 69.5

Haiti unconditional resource transfers to


United States 1.6

Iraq asset creation and livelihoods

support

Germany 13.3

WFP/EB.A/2020/6-I/1 13


advances

(USD million)



Germany 2.0

United States 3.8

Jordan asset creation and livelihoods

support

Germany 1.8



Germany 53.0

Kenya common services and platforms Germany 0.5 smallholder agricultural market

support

Germany 0.5



Germany 0.5

United States 9.8

Lebanon asset creation and livelihoods

support

Germany 3.3

individual capacity strengthening Germany 6.8 unconditional resource transfers to


Germany 30.8

United States 46.2

Libya common services and platforms Germany 0.5 Netherlands 0.5

Madagascar unconditional resource transfers to


Germany 0.7

Malawi unconditional resource transfers to


United States 8.3

Mali asset creation and livelihoods

support

Germany 3.8

institutional capacity strengthening Germany 0.2 malnutrition prevention Germany 2.6 school meals Germany 0.3 smallholder agricultural market

support

Germany 0.8



United States 6.7

Mauritania asset creation and livelihoods

support

Germany 1.1

nutrition treatment Germany 0.3 school meals Germany 0.2 unconditional resource transfers to


Germany 0.4

United States 3.8

Mozambique institutional capacity strengthening Germany 1.7 school meals Germany 0.2 unconditional resource transfers to


Germany 5.2

Netherlands 3.0 Qatar 0.3 United Kingdom 1.6 United States 17.9

Myanmar unconditional resource transfers to


United States 15.6

WFP/EB.A/2020/6-I/1 14


advances

(USD million)

Namibia unconditional resource transfers to


United States 2.4

Nicaragua school meals Luxembourg 0.9

Niger (the) asset creation and livelihoods

support

Germany 3.7

institutional capacity strengthening Germany 0.7 nutrition treatment Germany 2.2

United States 1.2 school meals Germany 2.6 unconditional resource transfers to


Germany 5.2

United States 8.5

Nigeria asset creation and livelihoods

support

United States 8.1

malnutrition prevention United Kingdom 2.8

United States 0.1 unconditional resource transfers to


United Kingdom 9.2

United States 20.4

Pakistan asset creation and livelihoods

support

United States 1.2

malnutrition prevention United States 3.3

Palestine, State

of



Germany 9.3

Panama regional

bureau

top level Canada 24.4



Germany 0.5

United States 14.0

Peru institutional capacity strengthening European

Commission

0.1

Rwanda unconditional resource transfers to


United States 5.9

Somalia common services and platforms Germany 0.5 United Nations 0.5

institutional capacity strengthening United Nations 1.1 nutrition treatment Germany 2.8

United States 5.8 unconditional resource transfers to


Germany 7.8

United Nations 1.9 United States 39.7

South Sudan asset creation and livelihoods

support

Canada 2.9

Germany 11.2

common services and platforms European

Commission

2.1

nutrition treatment United States 24.6 unconditional resource transfers to


European

Commission

4.1

Germany 4.0 Australia 3.7

WFP/EB.A/2020/6-I/1 15


advances

(USD million)

United Kingdom 15.0 United Nations 3.2 United States 64.2

Sudan asset creation and livelihoods

support

Germany 2.1

common services and platforms Germany 0.5

Norway 0.5 Sweden 0.6

institutional capacity strengthening Germany 2.7 malnutrition prevention Germany 2.7 school meals United States 1.3 unconditional resource transfers to


United States 25.9

Syrian Arab

Republic

malnutrition prevention United States 8.1



Germany 99.7

United States 137.4

United Republic

of Tanzania



United Kingdom 2.4

Uganda asset creation and livelihoods

support

Germany 0.5

school meals Germany 0.6 smallholder agricultural market

support

Germany 0.4



United Kingdom 26.1

United States 51.4

Yemen asset creation and livelihoods

support

Germany 21.4

nutrition treatment European

Commission

18.9

United States 46.9



European

Commission

28.4

Germany 37.3 Japan 16.3 Saudi Arabia 99.1 United Kingdom 23.2 United States 39.0

Zimbabwe unconditional resource transfers to


Germany 1.1

United Kingdom 19.0 United States 19.4

Total

1 616.4

WFP/EB.A/2020/6-I/1 16

ANNEX II

2019 Immediate Response Account allocations

Country Activity category 2019 IRA allocation

(USD million)

IRA 130.4

Burkina Faso nutrition treatment 0.7

unconditional resource transfers to support

access to food

8.9

Central African

Republic


access to food

4.7

Comoros unconditional resource transfers to support

access to food

1.0

Democratic Republic

of the Congo


access to food

4.1

Mali nutrition treatment 1.0

Mauritania unconditional resource transfers to support

access to food

2.8

Mozambique common services and platforms 1.5


access to food

36.2

Myanmar nutrition treatment 1.0


access to food

6.0

Rwanda unconditional resource transfers to support

access to food

3.2

South Sudan unconditional resource transfers to support

access to food

20.0

Yemen unconditional resource transfers to support

access to food

25.4

Zimbabwe unconditional resource transfers to support

access to food

14.0

Immediate response request (IR-R) 25.0

Bahamas common services and platforms 0.9


access to food

0.5

Benin unconditional resource transfers to support

access to food

1.4

Bolivia (Plurinational

State of)

asset creation and livelihoods support 1.1

Burkina Faso unconditional resource transfers to support

access to food

1.4

Central African

Republic


access to food

1.4

Congo unconditional resource transfers to support

access to food

0.9

Democratic Republic

of the Congo


access to food

0.9

Djibouti institutional capacity strengthening 0.7


access to food

0.6

Eswatini unconditional resource transfers to support

access to food

0.9

WFP/EB.A/2020/6-I/1 17


(USD million)

Iran unconditional resource transfers to support

access to food

0.6

Kenya common services and platforms 0.6


access to food

0.3

Lesotho unconditional resource transfers to support

access to food

0.9

Malawi unconditional resource transfers to support

access to food

1.9

Mozambique unconditional resource transfers to support

access to food

2.8

Namibia unconditional resource transfers to support

access to food

1.4

Niger (the) nutrition treatment 0.0


access to food

1.2

Nigeria unconditional resource transfers to support

access to food

1.2

Philippines unconditional resource transfers to support

access to food

1.4

Somalia unconditional resource transfers to support

access to food

1.4

Zimbabwe common services and platforms 0.5

Emergency preparedness (IR-PREP) 5.6

Angola unconditional resource transfers to support

access to food

0.3

Bangkok regional

bureau

climate adaptation and risk management 0.1

Benin institutional capacity strengthening 0.1

Bolivia (Plurinational

State of)

asset creation and livelihoods support 0.2

Burkina Faso institutional capacity strengthening 0.3


access to food

0.2

Colombia unconditional resource transfers to support

access to food

0.3

Cuba unconditional resource transfers to support

access to food

0.3

Dakar regional bureau emergency preparedness 0.3

Dominican Republic institutional capacity strengthening 0.1

El Salvador emergency preparedness 0.2

Guatemala unconditional resource transfers to support

access to food

0.1

Haiti institutional capacity strengthening 0.3

Honduras unconditional resource transfers to support

access to food

0.1

Johannesburg regional

bureau

emergency preparedness 0.2

Libya unconditional resource transfers to support

access to food

0.2

WFP/EB.A/2020/6-I/1 18


(USD million)

Mali unconditional resource transfers to support

access to food

0.2

Nairobi regional

bureau

strategic outcome level 0.6

Nicaragua unconditional resource transfers to support

access to food

0.1

Niger (the) unconditional resource transfers to support

access to food

0.4

Panama regional

bureau


access to food

0.3

Panama regional

bureau

emergency preparedness 0.2

Papua New Guinea emergency preparedness 0.2

institutional capacity strengthening 0.1

Senegal institutional capacity strengthening 0.3

United Republic of

Tanzania

common services and platforms 0.2

Togo institutional capacity strengthening 0.1

Zimbabwe unconditional resource transfers to support

access to food

<0.1

Total

161.0

WFP/EB.A/2020/6-I/1 19

ANNEX III

2019 Contributions to replenish the Immediate Response Account

Donor Contribution amount (USD)

Directed contributions against the IRA reserve 22 664 000

Switzerland 7 948 000

Belgium 5 592 000

Germany 4 429 000

Canada 1 732 000

Luxembourg 1 683 000

Foreign exchange gains 594 000

China 500 000

Liechtenstein 100 000

France 71 000

Greece 11 000

Ireland 5 000

Multilateral allocations to the IRA reserve 23 100 000

Norway 13 710 000

United States 9 390 000

Total 45 764 000

WFP/EB.A/2020/6-I/1 20

ANNEX IV

2019 GCMF purchases and lead-time gain

Recipient

country

2019 GCMF purchases (USD million, food value only) 2019 lead-time

gain (%) Local/Regional International Total

Algeria 0.1

0.1 40

Angola 0.6 0.1 0.6 7

Benin

1.0 1.0 70

Burkina Faso 21.2 5.0 26.3 48

Burundi 5.3 2.8 8.0 82

Cameroon 7.5 7.5 15.1 79

Central African

Republic

2.5 4.0 6.5 70

Chad 7.9 4.3 12.2 82

Comoros

0.4 0.4 73

Congo 0.4 1.5 1.9 83

Côte d'Ivoire

0.2 0.2 61

Djibouti 0.1 0.0 0.1 92

Dominican

Republic

0.1 0.1 90

Democratic

People’s Republic

of Korea

0.2 0.2 100

Democratic

Republic of the

Congo

13.2 5.9 19.1 63

Eswatini 0.3 0.1 0.4 38

Ethiopia 44.5 77.1 121.5 84

Gambia (the) 0.1 1.5 1.6 69

Guinea 0.1 0.7 0.7 75

Guinea-Bissau

0.1 0.1 100

Haiti

0.0 0.0 85

Kenya 18.8 1.7 20.5 53

Lesotho

1.1 1.1 80

Liberia

1.2 1.2 89

Madagascar 2.7 3.7 6.4 63

Malawi 7.3 2.0 9.3 47

Mali 1.4 2.9 4.3 85

Mauritania 0.5 0.6 1.0 51

Mozambique 13.9 6.0 19.9 62

Namibia 0.2 0.3 0.4 100

Nicaragua

0.3 0.3 56

Niger (the) 10.5 6.3 16.8 61

Nigeria 11.4 8.6 20.0 61

Rwanda 2.4 0.1 2.5 56

Senegal 0.1 0.1 0.2 69

Sierra Leone 0.2 0.4 0.5 60

Somalia 10.8 16.9 27.7 68

South Sudan 69.4 9.2 78.6 55

Sudan (the) 10.0 1.0 11.0 44

Syrian Arab

Republic

0.3 0.3 53

United Republic of

Tanzania

8.0 2.6 10.5 59

WFP/EB.A/2020/6-I/1 21

Recipient

country

2019 GCMF purchases (USD million, food value only) 2019 lead-time

gain (%) Local/Regional International Total

Uganda 47.9 11.8 59.6 76

Yemen 42.1 246.3 288.4 80

Zambia 2.0 0.0 2.0 73

Zimbabwe 22.3 9.5 31.8 66

Total 385.5 445.4 830.9 73

WFP/EB.A/2020/6-I/1 22

Acronyms

CSP country strategic plan

GCMF Global Commodity Management Facility

IPL internal project lending

IRA Immediate Response Account

MAF macro advance financing

SNF specialized nutritious foods

F-EBA2020-18364E

executive board annual session

Documents